【正文】 ction. Also, she or he should be attuned to indications that group members are losing sight of the primary objective: to e up with the best solution to the problem. This implies two things. First, don’t lose sight of the problem. Second, make a decision! 一個(gè)決策機(jī)構(gòu)的領(lǐng)導(dǎo)必須盡量減少與決策過(guò)程有關(guān)的問(wèn)題。計(jì)劃工作主要與未來(lái)有關(guān)，這就需要正確地預(yù)測(cè)未來(lái)。偉大的領(lǐng)導(dǎo)者將其愿景傳達(dá)給他們的雇員并明智地行使手中的權(quán)力去實(shí)現(xiàn)他們的想法。這一時(shí)期管理領(lǐng)域非?；钴S，出現(xiàn)了一系列管理學(xué)派，每一學(xué)派都有 自己的代表人物。這種反應(yīng)即是所謂霍桑效應(yīng)。研究人員沒(méi)有發(fā)現(xiàn)在工廠照明條件與生產(chǎn)水平之間存在著系統(tǒng)的關(guān)系。管理者應(yīng)該通過(guò)消除障礙并鼓勵(lì)那些同時(shí)能夠滿足個(gè)人需求又能夠達(dá)到組織目標(biāo)的行為來(lái)促進(jìn)這種需求滿足過(guò)程并達(dá)到組織的目標(biāo)。法約爾還首先提出了一般管理的 14條原則，即勞動(dòng)分工、權(quán)利與責(zé)任、紀(jì)律、統(tǒng)一指揮、統(tǒng)一領(lǐng)導(dǎo)、個(gè)人利益服從集體利益、合理的報(bào)酬、適當(dāng)?shù)募瘷?quán)和分權(quán)、跳板原則、秩序、公平、保持人員穩(wěn)定、首創(chuàng)精神，以及人員團(tuán)結(jié)。 策略管理者將戰(zhàn)略管理者制定的總目標(biāo)與計(jì)劃轉(zhuǎn)變?yōu)榫唧w目標(biāo)與活動(dòng)。環(huán)境總是處于變化之中，有時(shí)變化劇烈，有時(shí)變化緩慢。與任何需要解 決的問(wèn)題一樣，危機(jī)管理的第一步是確定危機(jī)的性質(zhì)和程度。 secondly there are more than two alternatives because there would be no decision making if there is only one plan。 3) Decision making system: a decision making group of managers who make collective wise decisions。 2. The foremost directionsetting question senior managers need to ask is “What is our vision for the pany － what are we trying to do and to bee?” Developing a carefully reasoned answer to this question pushes managers to consider what the pany’s business character is and should be and to develop a clear picture of where the pany needs to be headed over the next 5 to 10 years. Management’s answer to “who we are, what we do, and where we’re headed” charts a course for the anization to take and helps establish a strong anizational identity. What a pany seeks to do and to bee is monly termed the pany’s mission. A mission statement defined a pany’s business and provides a clear view of what the pany is trying to acplish for its customers. Management’s view of the kind of pany it is trying to create and its intent to stake out a particular business position represent a strategic vision for the pany. By developing and municating a business mission and strategic vision, management infuses the workforce with a sense of purpose and a persuasive rationale for the pany’s future direction. 高級(jí)管理人員需要問(wèn)的第一個(gè)有關(guān)確立發(fā)展方向的問(wèn)題是“公司的愿景是什么？即我們要努力做什么？成為什么？”謹(jǐn)慎理智地回答這個(gè)問(wèn)題會(huì)促使管理者考慮公司業(yè)務(wù)的性質(zhì)什么、應(yīng)該是什么，并對(duì)公司未來(lái) 5至 10的發(fā)展形成清晰的概念。如今，戰(zhàn)略 管理出現(xiàn)了鼎盛時(shí)期，不僅涌現(xiàn)出了大量的研究成果，而且有了大量的企業(yè)實(shí)踐活動(dòng)，企業(yè)進(jìn)入了戰(zhàn)略制勝年代。而且戰(zhàn)略管理者要起著許多不同的領(lǐng)導(dǎo)角色：主要企業(yè)家和戰(zhàn)略家、主要行政管理者和戰(zhàn)略實(shí)施者、企業(yè)文化構(gòu)建者、監(jiān)督者、危機(jī)化解者、任務(wù)布置者、企業(yè)發(fā)言人、資源分配者、談判專家、士氣鼓動(dòng)者、顧問(wèn)、仲裁者、和諧構(gòu)建者、政策制定者、政策實(shí)施者、導(dǎo)師、拉拉隊(duì)長(zhǎng)。 others take leadership as a process in which people are influenced and directed by their leaders in their selection and acplishment of their goals。 3) Organization and coordination: the ability to allocate and coordinate the available human resources, to deal with the contradictions and conflicts, and to find and engage right people for the right positions。 2. The conventional view is that a manager’s push for strategy implementation should incorporate more positive than negative motivational elements because when cooperation is positively enlisted and rewarded, rather than strongarmed by a boss’s orders, people tend to respond with more enthusiasm and more effort. Nevertheless, how much of which incentives to use depends on how hard the task of strategy implementation will be. A manager has to do more than just talk to everyone about how important new strategic practices and performance targets are to the anization’s future wellbeing. 通常人們認(rèn)為管理者推動(dòng)戰(zhàn)略實(shí)施時(shí)應(yīng)加入更多的正面動(dòng)因，這是因?yàn)楫?dāng)正面地，而不是使用老板命令的高壓手段來(lái)爭(zhēng)取并獎(jiǎng)勵(lì)合作的時(shí)候，員工大都會(huì)以更高的熱情和更大的努力來(lái)予以回報(bào)。找到目標(biāo)后，就進(jìn)行滿足需要的活動(dòng)。 others classify needs according to their origins into natural needs and cultural needs, or according to the objects of needs into material needs and spiritual needs. But among them the most influential is the one put forward by Abraham H. Maslow in his Motivation and Individuality in 1954, in which he first described his theory of need hierarchy. Lesson Seven Translation Directions: Translate the following passages into Chinese. 1. In oneway munication, information flows in only one direction － from the sender to the receiver, with no feedback loop. A manager has his secretary send a memo to a subordinate without asking for an immediate response. A boss gives an order over the phone. A father scolds his son and then storms out of the room. When receivers do respond to senders, twoway munication has occurred. Oneway munication situations can bee twoway if the manager follows up his memo with a phone call and asks the receiver if he has any questions, the boss on the phone listens to alternative suggestions for carrying out his order, and the father calms down and listens to his son’s side of the story. 單向溝通時(shí)，信息是單一方向流動(dòng)的，即從發(fā)出者到接受者，沒(méi)有反饋回路，例如經(jīng)理叫秘書向下屬發(fā)備忘錄，而沒(méi)有要求立即反饋；老板打電話發(fā)出指令；父親責(zé)備兒子，然后摔門而去。溝通按功能和目的可分為工具式溝通和滿足需要的溝通。如果 2020年第四季度出現(xiàn)負(fù)增長(zhǎng)，國(guó)民經(jīng)濟(jì)就將正式加入不景氣狀態(tài)。 Directions: Translate the following passages into English. 1. 餐飲管理的任務(wù)是以市場(chǎng)開(kāi)發(fā)和客源組織為基礎(chǔ)，以經(jīng)營(yíng)計(jì)劃為指導(dǎo)，利用餐飲設(shè)備、場(chǎng)所和食品原材料，發(fā) 揚(yáng)傳統(tǒng)特色和民族美德，科學(xué)合理地組織餐飲產(chǎn)品生產(chǎn)和銷售，滿足國(guó)內(nèi)外客人日益增長(zhǎng)的、多層次的物質(zhì)和文化生活需要，以繁榮經(jīng)濟(jì)、活躍市場(chǎng)、促進(jìn)旅游業(yè)和國(guó)民經(jīng)濟(jì)的發(fā)展服務(wù)。按照季節(jié)調(diào)整后的數(shù)字，餐飲場(chǎng)所 10月份削減 42,000個(gè)職位，此前 9月份已經(jīng)削減了 43,000個(gè)職位。所謂滿足需要的溝通目的是表達(dá)感情，消除內(nèi)心的緊張，以求得對(duì)方的同情、支持、友誼和諒解，從而確立和改善 與對(duì)方的人際關(guān)系，以滿足個(gè)人精神上的需要。如果經(jīng)理發(fā)出備忘錄后打電話給接受者詢問(wèn)有何問(wèn)題，如果老板發(fā)出指令后傾聽(tīng)對(duì)執(zhí)行指令的各種不同的建議，如果父親能夠冷靜下來(lái)傾聽(tīng)兒子的解釋，此時(shí)單向溝通就可以變?yōu)殡p向溝通。在整個(gè)過(guò)程中，尋找、選擇和接近目標(biāo)的行為，被稱為目標(biāo)導(dǎo)向行為；滿足需要自身的活動(dòng)被稱為目標(biāo)行為。管理者絕不能夠僅僅限于向大家談?wù)撔碌膽?zhàn)略措施及其實(shí)施目標(biāo)對(duì)組織未來(lái)健康發(fā)展的重要性。 5) Innovation: the ability to create new knowledge, new technology, new products, and new methodology. Lesson Six Translation Directions: Translate the following passages into Chinese. 1. Successful strategyimplementers inspire and challenge employees to do their best. They get employees to buy into the strategy and mit to making it work. They allow employees to participate in making decisions about how to perform their jobs, and they try to make jobs interesting and satisfying. As Frederick Herzberg said, “If you want people motivated to do a good job, give them a good job to do.” They structure individual efforts into teams and work groups in order to facilitate an exchange of